Duncan Hunter Other legislative actions What were some of Hunter's other legislative actions? 2006, Hunter introduced H.R. 6375, What is this? required the defense department to post the purpose of all congressional earmarks in annual defense bills, along with the location and a grade according to the utility of the earmark.
What other actions did he initiate?
Besides H.R. 6375, what other actions did Duncan Hunter initiate?
On December 8, 2006, Hunter introduced H.R. 6375, which would have required the defense department to post the purpose of all congressional earmarks in annual defense bills, along with the location and a grade according to the utility of the earmark.  Hunter introduced H.R. 552, The Right to Life Act, on February 2, 2005. The purpose of the bill is to "implement equal protection... for the right to life of each born and preborn human person." In the 109th Congress, the legislation collected 101 cosponsors. Hunter states that The Right to Life Act "would legally define "personhood" as the moment of conception and, therefore, guarantee all constitutional rights and protections, including life, to the unborn without utilizing a constitutional amendment." Hearings for H.R. 552 were scheduled for December 12, 2006, but were cancelled right before the House adjourned.  On April 28, 2004, Hunter introduced legislation that he said could "turn parents into prosecuting attorneys fighting a wave of obscenity." HR 6390 IH, also called the "Parents Empowerment Act", would allow the parent or guardian of a minor to sue in federal court anyone who knowingly disseminates material "that is harmful to minors", or specifically, "any pornographic communication, picture, image, graphic image file, article, recording, writing, or other pornographic matter of any kind", if it is distributed in a way that "a reasonable person can expect a substantial number of minors to be exposed to the material and the minor, as a result to exposure to the material, is likely to suffer personal or emotional injury or injury to mental or moral welfare."  In 1994, Hunter legislatively mandated the construction of 14 miles (23 km) of security fencing on the international land border separating San Diego County and Tijuana, Mexico. In 2005, Hunter introduced legislation calling for the construction of a reinforced fence along the entire U.S.-Mexico border, citing crime statistics as measures of San Diego-Tijuana fence's success. After successfully adding an amendment to a House-passed bill that ultimately stalled in House-Senate negotiations, Hunter's amendment was later incorporated into H.R. 6061, the Secure Fence Act, introduced by New York Congressman Peter T. King. He has said that if he becomes President, the 754-mile (1,213 km) double layer border fence will be built in less than 12 months.  Hunter repeatedly voted against international trade agreements such as the North American Free Trade Agreement (NAFTA), the Central America Free Trade Agreement (CAFTA) and the World Trade Organization (WTO). CANNOTANSWER
H.R. 552,
Duncan Hunter may refer to:

Duncan D. Hunter (born 1976), member of the U.S. House of Representatives from California (2009–2020)
Duncan L. Hunter (born 1948), member of the U.S. House of Representatives from California (1981–2009)

See also
SOARA (Situation, Objective, Action, Results, Aftermath) is a job interview technique developed by Hagymas Laszlo, Professor of Language at the University of Munich, and Alexander Botos, Chief Curator at the National Institute of Economic and Social Research. It is similar to the Situation, Task, Action, Result technique. In many interviews, SOARA is used as a structure for clarifying information relating to a recent challenge.

Details

 Situation: The interviewer wants you to present a recent challenge and situation you found yourself in.
 Objective: What did you have to achieve? The interviewer will be looking to see what you were trying to achieve from the situation.
 Action: What did you do? The interviewer will be looking for information on what you did, why you did it and what were the alternatives.
 Results: What was the outcome of your actions? What did you achieve through your actions and did you meet your objectives.
 Aftermath: What did you learn from this experience and have you used this learning since?

Job interview Porter's four corners model is a predictive tool designed by Michael Porter that helps in determining a competitor's course of action. Unlike other predictive models which predominantly rely on a firm's current strategy and capabilities to determine future strategy, Porter's model additionally calls for an understanding of what motivates the competitor. This added dimension of understanding a competitor's internal culture, value system, mindset, and assumptions helps in determining a much more accurate and realistic reading of a competitor's possible reactions in a given situation.

Four corners model
Motivation – drivers
This helps in determining competitor's action by understanding their goals (both strategic and tactical) and their current position vis-à-vis their goals. A wide gap between the two could mean the competitor is highly likely to react to any external threat that comes in its way, whereas a narrower gap is likely to produce a defensive strategy. 
The question to be answered here is: What is it that drives the competitor? These drivers can be at various levels and dimensions and can provide insights into future goals.
 
Motivation – management assumptions
The perceptions and assumptions the competitor has about itself and its industry would shape strategy. This corner includes determining the competitor's perception of its strengths and weaknesses, organization culture and their beliefs about competitor's goals. If the competitor thinks highly of its competition and has a fair sense of industry forces, it is likely to be ready with plans to counter any threats to its position. On the other hand, a competitor who has a misplaced understanding of industry forces is not very likely to respond to a potential attack.
The question to be answered here is: What are competitor's assumption about the industry, the competition and its own capabilities?
   
Actions – strategy
A competitor's strategy determines how it competes in the market. However, there could be a difference between the company's intended strategy (as stated in the annual report and interviews) and its realized strategy (as is evident in its acquisitions, new product development, etc.). 
It is therefore important here to determine the competitor's realized strategy and how they are actually performing. If current strategy is yielding satisfactory results, it is safe to assume that the competitor is likely to continue to operate in the same way.
The questions to be answered here are: What is the competitor actually doing and how successful is it in implementing its current strategy? 

Actions – capabilities
This looks at a competitor's inherent ability to initiate or respond to external forces. Though it might have the motivation and the drive to initiate a strategic action, its effectiveness is dependent on its capabilities. 
Its strengths will also determine how the competitor is likely to respond to an external threat. An organization with an extensive distribution network is likely to initiate an attack through its channel, whereas a company with strong financials is likely to counter attack through price drops.
The questions to be answered here are: What are the strengths and weaknesses of the competitor? Which areas is the competitor strong in?

Strengths
Considers implicit aspects of competitive behavior
Firms are more often than not aware of their rivals and do have a generally good understanding of their strategies and capabilities. However,  motivational factors are often overlooked. Sufficiently motivated competitors can often prove to be more competitive than bigger but less motivated rivals. What sets this model apart from others is its insistence on accounting for the "implicit" factors such as culture, history, executive, consultants, and board's backgrounds, goals, values and commitments and inclusion of management's deep beliefs and assumptions about what works or does not work in the market.  

Predictive in nature
Porter's four corners model provides a framework that ties competitor's capabilities to their assumptions of the competitive environment and their underlying motivations. Looking at both a firm's capabilities (what the firm can do) and underlying implicit factors (their motivations to follow a course of action) can help predict competitor's actions with a relatively higher level of confidence. The underlying assumption here is that decision makers in firms are essentially human and hence subject to the influences of affective and automatic processes described by neuroscientists. Hence by considering these factors along with a firm's capabilities, this model is a better predictor of competitive behavior.

Use in competitive intelligence and strategy 
Despite its strengths, Porter's four corners model is not widely used in strategy and competitive intelligence. In a 2005 survey by the Society of Competitive Intelligence Professionals's (SCIP) frequently used analytical tools, Porter's four corners does not even figure in the top ten.

However this model can be used in competitive analysis and strategy as follows:

Strategy development and testing: Can be used to determine likely actions by competitors in response to the firm's strategy. This can be used when developing a strategy (such as for a new product launch) or to test this strategy using simulation techniques such as a business war game.

'Early warning:  The predictive nature of this tool can also alert firms to possible threats due to competitive action.

Porter's four corners also works well with other analytical models. For instance it complements Porter five forces analysis well. Competitive cluster analysis of industry products in turn complements four corners analysis. Using such models that complement each other can help create a more complete analysis.

See also
Competitive intelligence
Delta model
National Diamond
Six Forces Model
Value chain

References

Further reading 

Michael Porter
Strategic management
Business planning